Introduction to military leadership
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Transcript of Introduction to military leadership
“INTRODUCTION TO MILITARY LEADRDESHIP”
LECTURER:LT KOL UNGKU AZLY BIN UNGKU ZAHAR - FPPPNATIONAL DEFENCE UNIVERSITY of MALAYSIA
Sungai Besi Camp, 57000 Kuala Lumpur
Semester 2 2012/2013
“I SHALL RETURN”
MILITARY LEADERSHIP
Gen Douglas Macarthur
SCOPE
INTRODUCTION.
MILITARY LEADRESHIP – A LEADER & A MANAGER.
MILITARY LEADERSHIP CONCEPT.
PROCESS OF EFFECTIVE MILITARY LEADER.
MILITARY LEADERSHIP QUALITIES.
HUMAN & MOTIVATION.
CONCLUSION.
LEADER MANAGER
MILITARY LEADERSHIP
(COMMANDER)
THE AUTHORITY A MEMBER OF THE ARMED FORCES LAWFULLY EXERTS
OVER SUBORDINATES BY VIRTUE OF HIS RANK OR ASSIGNMENT.
COMMAND
LEADER
A PERSON WHO INFLUENCES AND DIRECTS OTHERS.
MANAGEMENT
THE PROCESS WHEREBY THE RESOURCES OF MEN, MONEY,
MATERIAL AND FACILITIES ARE UTILIZED TO ACCOMPLISH THE MISSIONS AND TASKS OF THE
ORGANISATION. THE FUNCTION OF MANAGEMENT ARE PLANNING, ORGANIZING, DIRECTING, CO-
ORDINATING AND CONTROLLING.
MILITARY LEADERSHIP
THE ART OF INFLUENCING AND DIRECTING MAN IN SUCH A WAY AS TO
OBTAIN THEIR WILLING OBEDIENCE, CONFIDENCE, RESPECT AND LOYAL
COOPERATION IN ORDER TO ACCOMPLISH THE MISSION.
LIDDELL HART
.
IN WAR THE CHIEF INCALCULABLE IS THE
HUMAN WILL
LEADERSHIP TRAITS
PERSONAL QUALITIES OF DIRECT VALUE TO THE LEADER IN GAINING THE
WILLING OBEDIENCE, RESPECT AND LOYAL COOPERATION OF HIS MEN IN
ACCOMPLISHING HIS MISSION.
LEADERSHIP PRINCIPLES
FUNDAMENTAL GUIDELINES FOR THE SELECTION OF APPROPRIATE ACTIONS AND ORDER IN THE PROPER EXERCISE
OF COMMAND.
“The ability to keep a cool head in an emergency, maintain poise in
the midst of excitement and refuse to be stampeded are true marks of
leadership”
- R.SHAHNON -
FIVE DISTINCT ASPECT OF AN EFFECTIVE LEADER
Provide direction
Team building
Develop commitment
Sets example
Being accepted
LEADERSHIP CONCEPT
QUALITIES CONCEPT - THOSE ASPECTS OF CHARACTER
SITUATIONAL CONCEPT – INDIVIDUAL BEST EQUIPPED WITH THE SKILLS TO DEAL WITH
PARTICULAR SITUATION
FUNCTIONAL CONCEPT – RECOGNISES THE INTERACTION BETWEEN THE LEADER, THE GROUP
AND THE SITUATION
LEADER Vs MANAGER Innovates Administer
Original Copy
Develops Maintains
Focuses on People Focuses on System
Inspires Trust Relies on Control
Long Range Perspective Short Range View
Asks What/why Asks How/when
Eyes on Horizon Eyes on Bottom Line
Originates Imitates
Challenges It Accepts Status Quo
His Own Person Classic Good Soldier
Does the Right Things Does good soldier
Sits in his office Play GOLF
PROCESS OF EFFECTIVE LEADER CREATING A VISION OF SOME FUTURE
DESIRED STATE – BY ASSESSING WHERE YOU ARE, AND ENVISIONING WHERE YOU WANT TO BE.
CREATING A DECISION ON SOME STRATEGY FOR ACCOMPLISHING THAT DESIRED STATE – BY FORMULATING THE DECISION PROBLEM, AND DECIDING BETWEEN THE ALTERNATIVE STRATEGIES.
CREATING ACTION FOR PUTTING THAT STRATEGY INTO EFFECT – BY COMMUNICATING THE CHOSEN STRATEGY AND IMPLEMENTING THE STRATEGY BY EMPOWERING YOUR FOLLOWERS.
“Treat a man as he is, and he will remain as he is, treat a man as he can and should be, and he will become as he can and should be”
- Goethe -
LEADERSHIP TRAITS LOYALTY. COURAGE. WILL POWER. PROFESSIONAL KNOWLEDGE. INITIATIVE. JUDGEMENT. INTEGRITY. SELF CONFIDENCE. ENTHUSIUM. ABILITY TO COMMUNICATE COMPETENCE. LOOKING FORWARD. ENDURANCE. EMPATHY.
1. Integrity value we place in
2. Maturity courage and consideration
3. Abundance deep sense of Mentality personal worth
and security
Tries to please everybody eventually
become nothing to everyone.
being competitive rather than cooperative.
Methods of manipulations
threats fear bribery pressure deceit charms us
Achieving the ends state.
ACT
Analyze your situation Choose the best strategy Track your choice.
AWARENESS AND MANAGING
HUMAN STRUCTURE
SELFSPRITUAL
SELFPHYSICAL
SELFMENTAL
SELFEMOTIONS
SELF AWARENESS
Knowing one’s internal states
Preferences Resources Intuitions
Emotional Self-awareness – Recognizing one’s emotions and their effects.
Accurate Self-awareness – Knowing one’s strengths and limits.
Self-confidence – Sureness about one’s self-worth and capabilities.
TIPS TO INCREASE SELF AWARENESS
Examine how you make appraisal
Tune in to your senses
Get in touch with your feeling
Learn what your intentions are
Pay attention to your actions
SELF MANAGEMENT
Managing one’s internal states, impulses and resources.
Self-control: Managing disruptive emotions and impulses.
Conscientiousness and integrity: taking responsibility.
Adaptability: Flexibility in handling change.
Initiative and innovation: Readiness to act on opportunities and openness to new ideas.
Achievement Drive: Striving to improve or meet a standard of excellence.
SOCIAL AWARENESS
Awareness: Other’s feeling, needs and concerns.
Empathy: Sensing other’s feeling and perspective.
Service Orientation: Anticipate, recognize and meet customers needs.
Developing others: Sensing what others need to develop.
Political Awareness: Understand group emotional and power relationship.
UNDERSTANDING OTHERS
What is the person’s feeling?
Will his feelings effect his thinking?
Will his feelings effect his behavior
Will his emotions hamper his ability to be rational?
List the emotions he is feeling
DEVELOP ABILITY TO USE EMOTIONS
Understand how feelings effects thinking.
Happy.
Fear.
Surprise.
Sadness.
Anger.
FEAR of UNCERTAINITY
False
Emotions
Appearing
Real
SOCIAL MANAGEMENT
Adaptability to Organisational environment.
Leadership: Inspires and guiding Other, influence, effective persuasion.
Comms: Clear and convincing msg.
Change Catalyst: Initiate and manage change.
Conflict Environment: Negotiating disagreements.
Collaboration and building bonds: coop with others and strengthening relationship.
Team capabilities: Create gp synergy in pursuing collective goals.
NO ONE IS RICH ENOUGH TO DO WITHOUT A NEIGHBOUR
- DANISH PROVERB -
“Those who possess the rare skill to be angry with the right person, to the right degree, at the right time, for the right purpose and in the right way are at an advantage in any domain in life”
ARISTOTLE
RESULT OF LOOSE TEMPER
>< JEALOUSY.
>< ENVIOUS.
>< LUSTFUL.
>< SLOTHFUL.
WAYS TO SPARK MORALE
Encourage soldiers to grow.
Hear their speeches.
Be consistent.
Communicate skillfully
Reward & recognize
Build relationship constantly.
1. Be proactive.
2. Begin with an end in mind.
3. Put first thing first.
Primary human Endowment.
(Private Victory)
SEVEN HABIT OF UNIQUE HUMAN ENDOWMENTS
4. Thinking win-win.
5. Seek first to understand, then to be understood.
6. Synergise.
Secondary endowment
(Public Victory)
7. Sharpen the saw – Self renewal.
Being competitive rather than cooperative.
Methods of manipulations
threats fear bribery pressure deceit charms us
Achieving the ends state.
A MILITARY LEADER IS CALL A
COMMANDER
THE MILITARY LEADERSHIP
A COMMANDER MUST BE A LEADER.
A COMMANDER MUST BE ROBUST.
A COMMANDER MUST HAVE THE MORAL COURAGE AND RESOLUTION.
BOLDNESS AND A HEALTHY SENSE OF AGGRESSION.
A COMMANDER MUST BE A MASTER OF HIS PROFESSION.
IMAGINATION IS THE QUALITY WHICH DISTINGUISHES THE GOOD COMMANDER FROM THE MEDIOCRE.
JUDGEMENT IS COMMON-SENSE BUT REQUIRED OF A COMMANDER IN AN UNCOMMON DEGREE.
A COMMANDER MUST MAKE HIS DECISION IN SUFFICIENT TIME.
A COMMANDER SHOULD HAVE THE FLEXIBILITY OF MIND.
LASTLY THE NEED FOR INTEGRITY, MORAL COURAGE, HONESTY AND LOYALTY.
THE POLITICAL OBJECT IS THE GOAL, WAR IS THE MEANS OF REACHING IT, AND THE MEANS CAN NEVER BE CONSIDERED IN ISOLATION FROM THEIR PURPOSE
Clausewitz